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PROJECT MANAGEMENT PLAN OF PORTLAND WHITE CEMENT PLANT PROJECT

Technical Report · December 2015

DOI: 10.13140/RG.2.1.2301.0164

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Department of Chemical and Process Engineering
Project Management KKKK6024
1st Semester 2015-2016

PROJECT MANAGEMENT PLAN OF

PORTLAND WHITE CEMENT PLANT
PROJECT

PREPARED BY

SAJJAD KHUDHUR ABBAS P81540

ASMAA SOHEIL NAJM P81529

NOOR JAWAD JALOB P79546

LECTURERS

PROF. DATO' IR. DR. ABDUL WAHAB BIN MOHAMMAD

DR. MANAL BINTI ISMAIL

 Content
Page
Summary i
Chapter 1 Introduction
1.1 Historical background ……………….. 1
1.2 Background Description of the Project ……………….. 1
1.3 The purpose of the project ………………… 2
1.4 Constraints ………………… 2
1.5 Integration Management ………………… 3
1.5.1 Integration Management Approach …………………. 3

Chapter 2 Scope Management

2.1 Full scope Description of the project …………………………………… 3
2.1.1 Project Goal …………………………………………………………… 3
2.1.2 Project Objective ……………………………………………………… 4
2.1.3 Project Requirements ………………………………………………………4
2.1.4 Assumptions …………………………………………………………… 4
2.1.5 Scope Management Approach …………………………………………… 5
2.2 The products description that the plant intend to produce ……………….. 5
2.3 Explanation and definition for each of the activities/work packages ……. 7
2.4 Identifying which work packages will be sourced out to external
Consultants/contractors ………………………………………………… 8

Chapter 3 Time Management

3.1 Arrow diagramming method (ADM) ……………………………… 10

Chapter 4 Cost Management

4.1 Cost Management …………………………………………………. 16
4.2 Estimate Costs ……………………………………………………… 16

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Chapter 5 Risk Management
5.1 Risk Management ……………………………………………………………… 16
5.2 Risk Management Approach …………………………………………………….. 16
5.3 Risks Identifying …………………………………………………………………. 17
5.3.1 Initial Risks ……………………………………………………………………… 17
5.3.2 Monitor and Control Risks ………………………………………………………..18
5.3.3 Procurement Risks ………………………………………………………………..18
5.3.4 Delay Risks ………………………………………………………………………18
5.3.5 Engineering Staff Risks ………………………………………………………….. 19
5.3.6 Cost Risks ………………………………………………………………………..19
5.3.7 Equipment Risks ……………………………………………………………………19
5.4 Probability of the risk occurring …………………………………………….….. 19
5.5 Impact of risk on the project ……………………………………………………. 20

5.6 The possible risks that may affect the project objectives ……………………….. 21
5.7 Mitigation of the possible risks …………………………………………………... 22

Chapter 6 Quality Management

6.1 Quality and Regulations ……………………………………………………………. 24

6.1.1 Quality Management Planning ………………………………………………………. 24
6.1.2 Planning Quality Measurement ………………………………………………………. 25
6.1.3 Assure Quality ……………………………………………………………………….. 25
6.1.4 Control Quality ………………………………………………………………………. 26
6.2 The Regulations Implement the Projects ……………………………………………….. 27
6.2.1 Greenhouse Gas Framework …………………………………………………………. 27
6.2.2 Air Pollutants Framework …………………………………………………………… 27
6.2.3 Corporate Tax Regime ……………………………………………………………… 28

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Chapter 7 Organizational Structure
7.1 Roles and Responsibilities ……………………………………….. 29

Chapter 8 Communications Management

8.1 Communications Management ……………………………………… 32

Chapter 9 Procurement Management

9.1 Procurement Management ………………………………………………….. 33
9.2 Procurement Management Approach …………………………………..... 33
9.2.1 C o n t r a c t i n g Process …………………………………………………….. 33
9.3 Contract Changes ……………………………………………………….. 34

Appendices
1. Simple Process flow diagram of dry Cement manufacturing ………………….35
2. More detailed Flow sheet about dry cement manufacturing ………………. 35
3. Plant location ………………………………………..………………… 36
4. Plant location factor …………………………………………………………....36
5. Plant Layout ……………………………………………………………37
6. Definitions of Plant layout symbols …...37
7. Table shows you the activities with their durations ‘done by Microsoft office… 38
Tables
Code descriptions Page
1-1 number of plants in each province 1
and their production capacities
2-1 Scope assumptions 5

2-2 Work package/activity Description 7

3-1 Activities with their details ‘ 9
duration, predecessors , successor
….etc.
3-2 ES, EF, LS, LF and Slack time for 13
critical path analysis
3-3 Project summary by Microsoft 14
project 2013
4-1 Project budget 16
5-1 Risk Probability Definitions 20

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 5-2 Rating impact of the risks 20
5-4 Mitigation of the possible risks 22
5-3 The possible risks that may affect 21
the project objectives
7-1 Roles and Responsibilities 29
7-2 Roles and Responsibilities with 31
Communication requirements,
expectations and classification
influence.
8-1 Communications Management 32

Schema & figures

Code descriptions Page
2-1 WBS 6
3-1 Activities with their specific 11
durations
3-2 Critical Path Analysis Network 12
(CPM)
7-1 Organizational Structure 28

References …………………………………………………………………………… 39

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 Executive Summary
Cement is a strategic commodity, essential for Canada's economic security and
infrastructure renewal and expansion. Cement industry is an important
economic presence in communities across Canada. The Canadian cement
industry is comprised of 15 fully operational cement production plants which
consist of 14 gray clinker production plants.

The feasibility study conducted by the project team indicates that the national
demand for cement products is increasing. This finding is supported by the
approval of infrastructure projects (roads, bridges, and others) as well as the
growing need for cement used in housing developments. The studies,
conducted by several sources, indicate that if the production of cement does
not increase, the supply will be insufficient during upcoming years.

The Cement Plant project aims to construct a new cement production plant
with two production lines, each with a production capacity of 3,500 tons of
clinker per day. The total production capacity of the plant for different kinds
of cement is planned to be 10,000 tons.

The purpose of the Cement Plant project is to increase cement production

capacity to supply the national demand for cement and its products. By
completing this project, the country will be able to use the opportunity of
exporting cement to other countries. Furthermore, this project will develop
economy of the region by creating job opportunities as well as rising living
standards and preventing migration to larger cities.
The project management plan presented here will describe the project
manager’s approach and the general responsibilities of the project team. In
addition to the project management plan, several other documents will be
developed and used to ensure compliance with project requirements as well
regulations and industry specific standards. The specific plans will include
processes, flow diagrams, responsibility matrices, organizational charts, and
other pertinent information to guide the project staff.

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Chapter 1
Introduction
1.1 HISTORICAL BACKGROUND

The term cement is commonly used to refer to powdered materials which develop strong
adhesive qualities when combined with water. These materials are more properly known
as hydraulic cements. Gypsum plaster, common lime, hydraulic limes, and Portland
cements are the more common hydraulic cements, with Portland cement being the most
important in construction. Cement was first invented by the Egyptians. Cement was later
reinvented by the Greeks and the Babylonians who made their mortar out of lime. Later,
the Romans produced cement from an ash found in all of the volcanic areas of Italy, by
mixing the ash with lime. Cement is a fine grayish powder which, when mixed with water,
forms a thick paste. When this paste is mixed with sand and gravel and allowed to dry it
is called concrete. About ninety-nine percent of all cement used today is Portland cement.
The name Portland cement is not a brand name. This name was given to the cement by
Joseph Aspin of Leeds, England who obtained a patent for his product in 1824. The
concrete made from the cement resembled the color of the natural limestone quarried on
the Isle of Portland in the English Channel. The balance of cement used today consists of
masonry cement, which is fifty percent Portland cement and fifty percent ground lime rock.

1.2 Background Description of the Project

The cement industry is an important economic presence in communities across Canada.

The Canadian cement industry is comprised of 15 fully operational cement production
Plants. The Canadian cement plant network consists of 14 gray clinker production plants
And one plant which produces white cement. The table below shows the number of plants
in each province and their production capacities.

Table (1-1) number of plants in each province and their production capacities.

Province Number of Plants Clinker Production Capacity

(Million tones/Year)
Alberta 2 2.47
British Columbia 3 2.61
Nova Scotia 1 0.51
Ontario 6 7.53
Quebec 3 3.07

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Concrete outperforms wood as a construction material, and won't burden building owners
With constant repair and maintenance costs. Versatile, long-lasting, and durable concrete is
a cost-effective, sustainable choice for both residential and commercial buildings. The
demand for cement and its products is increasing due to following advantages:

1. Durable: Concrete's 100-year service life conserves resources by reducing the

need for Reconstruction. It resists weathering, erosion and natural disasters, needs
few repairs and little maintenance, adding up to a solid investment.

2. Economical: Operational energy requirements typically represent 85% of the total

energy a building uses over its service life. Concrete provides one of the most
efficient and cost-effective means of constructing energy-efficient structures. A
sustainable concrete building can yield life cycle savings of more than 20% of total
construction cost. Much of the savings come from concrete's thermal mass, which
can harvest natural energy sources such as the sun, and can also capture thermal
energy from lighting fixtures and other equipment in the building.

3. Safe: Concrete is safe, secure, and healthy for building occupants. Being an inert
construction material, concrete does not burn. It also does not feed rot and mildew. It
does not off-gas any volatile organic compounds and provides excellent indoor air
quality. Superior quality of construction helps prevent the entry of pollen, dust and
other airborne pollutants.

4. Sustainable: Environmentally-conscious builders look for durable building

materials that leave the smallest environmental footprint. Produced from locally
available, abundant materials, concrete's long lifespan helps make it the most
responsible choice for a sustainable future. In concrete's life cycle, recycling is
present from start to finish. Many wastes and industrial byproducts that would end
up in landfills are used in the cement kiln or can be added to concrete mixes to
provide desirable characteristics. Used concrete is recyclable and serves as aggregate
in roadbeds or as granular material.

1.3 The Purpose of the Project

The Cement Plant project aims to construct a new cement production plant with two
production lines, each with a production capacity of 3,500 tons of clinker per day. The total
Production capacity of the plant for different kinds of cement is planned to be 10,000 tones.
This plant will especially produce white cement because there is only one plant in Canada
That produces this type of cement. The purpose of the Cement Plant project is to increase
cement production capacity to supply the national demand for cement and its products. By
Completing this project, the country will be able to use the opportunity of exporting cement
to other countries. Furthermore, this project will develop economy of the region by creating
Job opportunities as well as rising living standards and preventing migration to larger cities.

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1.4 Constraints

There are several constraints that must be considered as part of the project’s procurement
management plan. These constraints will be communicated to all vendors in order to
determine their ability to operate within these constraints. These constraints apply to
several areas which include schedule, cost, scope, resources, and technology:

1. Schedule: Project schedule is not flexible and the procurement activities, contract
administration, and contract fulfillment must be completed within the established
project schedule.

2. Cost: Project budget has contingency and management reserves built in; however,
These reserves may not be applied to procurement activities. Reserves are only to
be used in the event of an approved change in project scope or at management’s
discretion.

3. Scope: All procurement activities and contract awards must support the approved
Project scope statement. Any procurement activities or contract awards which
specify work which is not in direct support of the project’s scope statement will be
considered out of scope and disapproved.

4. Resources: All procurement activities must be performed and managed with

current personnel. No additional personnel will be hired or re-allocated to support
the procurement activities on this project.

5. Technology: Parts specifications have already been determined and will be

Included in the statement of work. While proposals may include suggested
alternative material or manufacturing processes, parts specifications must match
those provided in the statement of work exactly.

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 1.5 Integration Management

In this project, project manager is responsible for an effective project integration

Management as the success of the project is highly dependent to it and helps to satisfy the
stakeholders.

1.5.1 Integration Management Approach

In the first step, the project manager developed the project charter to provide a formal
authorization of a project through proper documentation of the initial requirements
Satisfying the needs and specifications of the stakeholders. After the project charter is
signed by both the project manager and the project sponsor/owner, the project manager
will use the project charter for organizing all the required resources for the successful
completion of the project. She/he will also determine the external as well as internal
environment that can influence the project. Then, she/he will start to prepare a detailed
Documentation of project management plan which is beneficial for the project manager
to understand
The project and execute it properly. The project plan will guide the project manager
as well as the team members for directing and managing the execution of the project
Properly. In the next steps, the project manager will direct and manage project execution,
monitor and control project work, perform integrated change control, and finally close the
Project.

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10
Chapter 2

Scope Management

Scope Management

2.1 Full scope Description of the project

As per Calgary Immigrant Educational Society (CIES), the degree for the Cement Plant
task is characterized through an exhaustive necessities accumulation process. Initial, a
careful investigation was performed on the organizations past concrete development
ventures. The venture portrayal and deliverables are produced taking into account the
necessities accumulation process and info from topic specialists in the concrete business.
This procedure of master judgment gave criticism on the best approaches to meet the first
prerequisites of developing another concrete plant.

2.1.1 Project Goal

The goal of this project is to construct a new cement production plant to increase cement
production capacity to supply the national demand for cement and its products; increase
the production capacity to use the opportunity of exporting cement to other co untried; and
Develop economy of the region by creating job opportunities as well as rising living
standards and preventing migration to large cities.

2.1.2 Project Objective

The objective of this project is to construct a new cement production plant with two
production lines, each with a capacity of 3,500 tons of clinker per day. The total
production capacity of plant for different kinds of cement is planned to be 10,000 tons.
The plant is planned to be located at British Columbia or Alberta, Manitoba, New
Brunswick. The plant land area is 100 hectares.

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11
2.1.3 Project Requirements

1. Getting initial permits, final tests, and getting final operating license.
2. Subcontracting the construction of four major departments and some of the
equipment.
3. Purchasing other equipment and installation of equipment.
4. This project requires about 200 in-field and office staff.
5. Primary crushing department with two crushers (rotary hammer and roll) and total
crushing capacity of 1600 tons per hour. In this department ore extracted from the
mine turn into smaller size rocks for the transition into the next stage.
6. Raw material preparation department with one stacker with capacity of 2,000 tons
per hour, and two reclaims with a capacity of 450 tons each. In this department there
are 3 sets of ball mills, each with a production capacity of 160 tons cement per hour.
7. Clinker production department with a pre-heater tower with heating capacity of
3,500 tons clinker per day. Also, there is a kiln with the capacity of 3000 tons per
hour.
8. Cement production and packing department with a finish mill and 4 loading lines,
each with loading capacity of 200 tons per hour. It also has 4 cement packing
machines. Each of these machines can pack 150 tons of cement per hour.

2.1.4 Assumptions:

1. Staff and trade with required expertise will be available (or be hired).
2. A large percentage of the staff has enough experience so training is not required.
3. Material and equipment will be available (or be ordered).
4. Latest technology will be used to deliver the best quality with minimum negative
environmental impact.
5. The client/sponsor or his representative will be available for interaction.
6. Enough information will be available for initial budget and schedule forecast.
7. The detailed description of the project based on client requirements is in place.
8. Required infrastructure to support the project is ready prior to the start of the
project.
9. Adequate funding has already been obtained for the project.

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12
 Table (2-1) Scope assumptions

In Scope Out of Scope

1- Getting industrial permits. 1- Construction of a road from Grand
2- Soil mechanic studies, topographic
Prairie to the plant site.
Maps, and land preparation. 2- Construction of a road from the
plant site to the mining area, or
3- Civil, structural, and technological
design. building a conveyor belt which
will transport the raw material
4- Subcontract civil and technological
Constructions. from the mine.
3- Providing infrastructure such as
5- Select equipment, procurement,
and installing Equipment. water pipelines, power
6- Final tests and getting operating transmission lines,
license. telecommunication lines, and fuel
supply.
2.1.5 Scope Management Approach4- Construction of supporting side
buildings.
For this project, scope management will be the sole responsibility of the project
manager.
The scope for this project is defined by the scope statement and Work Breakdown
Structure (WBS). The project manager and sponsor will establish and approve
documentation for measuring project scope which includes deliverable quality
checklists and work performance measurements. Proposed scope changes may be
initiated by any member of the project team. All change requests will be submitted to
the Project Manager who will then evaluate the requested scope change. Upon
acceptance of the scope change request the PM will submit the scope change request to
the project sponsor for approval.

2.2 The products description that the plant intend to produce

Cement is the basic material for buildings and civil engineering constructions. Output
from the cement industry is directly related to the state of the construction business in
general and therefore tracks the overall economic situation closely.
Portland cement is made by heating limestone (calcium carbonate) with other materials
(such as clay) to 1450 °C in a kiln, in a process known as calcination.
The most common use for Portland cement is in the production of concrete. Concrete is
a composite material consisting of aggregate (gravel and sand), cement, and water.
Portland cement may be grey or white.

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13
Components of Cement Comparison of Chemical and Physical Characteristics[23][24][25]

Siliceous
(ASTM Calcareous
Portland Slag Silica
Property C618 Class (ASTM C618 Class C)
Cement Cement Fume
F) Fly Ash
Fly Ash

SiO2 content (%) 21.9 52 35 35 85–97

Al2O3 content (%) 6.9 23 18 12 —

Fe2O3 content (%) 3 11 6 1 —

CaO content (%) 63 5 21 40 <1

MgO content (%) 2.5 — — — —

SO3 content (%) 1.7 — — — —

b
Specific surface 15,000–
2 370 420 420 400
(m /kg) 30,000

Specific gravity 3.15 2.38 2.65 2.94 2.22

Cement
General use Primary Cement Cement Property
replacemen
in concrete binder replacement replacement enhancer
t
a
Values shown are approximate: those of a specific material may vary.
b
Specific surface measurements for silica fume by nitrogen adsorption (BET) method,
others by air permeability method (Blaine).

White cement is typically specified to ensure clean, bright, consistent colors, including light
pastels. White cement allows a wide range of color options for producing structural and
architectural concrete, as well as masonry and cementations building products. The final
color and look of concrete and masonry materials are affected by many factors:
 Color of cement
 Color of supplementary cementations materials
 Color and dosage of pigment
 Color, gradation, and cleanliness of fine and coarse aggregate
 Surface treatment of finished concrete
 Water content
 Type and dosage of admixtures Cement of the same type and brand from the same mill
should be used throughout the entire job to minimize color variation when possible,
adequate quantities of all materials – cements, supplementary cementing materials, and
aggregates – should be stockpiled to ensure a single source and uniform color.

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14
Page |
15
2.3 Explanation and definition for each of the activities/work packages
Table (2-2) Work package/activity Description
Activity
Initial Proceedings
Getting Industrial Permits
Soil Machine Studies &
Topography Maps
Land Preparation
Technological Design
Select Machinery and Equipment
Subcontract Civil Constructions
Procure Foreign Machinery and
Equipment
Bidding and Contract
Transportation and Customs
Clearance
Metal Structure
Definition
It includes the initial actions that must work before initiating
the project
It includes permits that must be approved by the government
before starting work
It includes the study of the dynamic properties of cement
Stabilized soil.
It was studied three types of soil stabilized, Cement Stabilized
soil, slag cement stabilized soil, and with sodium silicate
cement stabilized soil. And the application of topographic
maps, as National Topographic System Polychrome Map
Standards and Specifications which serve as a representation
as a graphical representation of a detailed and accurate from
the geographical and natural features on the ground.
The cement manufacturing process starts from the mining of
raw materials that are used in cement manufacturing, mainly
Limestone and clays.
Including the technical data of the project: process,
Equipment, electrical…
Most of the machinery required by a cement manufacturing
Plant are huge and heavy duty type. This is mainly due to
the nature of the mineral inputs, Normally transportation and
handling of these solid bulk materials require
Various types of heavy - duty machinery. Some of these
Machinery and equipment are grouped under three major
sections depending upon unit operations they perform.
The subcontracted relationship between contracting and
contracted parties is quite frequent and it searches, in a
General way, the increase of the flexibility, the increment of
the productivity and competitiveness, the costs reduction and
the transfer of risks through the delegation of activities to
workers specialized in their functions.
Foreign include the purchase of equipment that is through an
agreement between the contractor and the employer,
According to pre-agreed conditions within the contract.
All items and services to be procured for this project will be
Solicited under firm-fixed price contracts.
A documentary process in the first place in import and export
Both documents are similar to much in customs clearance and
include the commercial invoice - packaging - the certificate of
origin statement - the bill of lading and a certificate of quality,
then take customs procedures then about five working days.
Determination with the Budget of project.
Primary Rotary Hummer Crusher
and Secondary Roll Crusher
Installing Equipment of
Department 1
Raw Material Preparation
Grinding Mill ( Raw mill)
Clinker Production
Clinker Cooler
Cement production and packing
department
Final Test and Getting Operating
License
With two crushers (rotary hammer and roll) and total crushing
Capacity of 1600 tons per hour. In this department ore
extracted from the mine turn into smaller size rocks for the
transition into the next stage.
Install all the equipment for this Department.
This department has one stacker with capacity of 2,000 tons
Per hour, and two declaimers with a capacity of 450 tons each.
In this department there are 3 sets of Ball mills, each with a
production capacity of 160 tons cement per hour.
The proportioned materials are transported by a belt conveyor
And fed to raw grinding mill.
This department has a pre-heater tower with heating capacity
Of 3,500 Tons clinker per day. Also, there is a kiln with
the capacity of 3000 tons per hour.
From Henan Zhengzhou Mining Machinery Co., Ltd, At
common circumstance, the equipment revolves at a low speed
While the material is fed in from the top of the cylinder and
then scattered by the lifting blade to make it discharged from
the bottom.
This department including: (Finish Mill, Cement Storage
Silos, packing Equipment). This department has a finish mill
and 4 loading lines, Each with loading capacity of 200 tons
per hour. It also has 4 cement packing machines. Each of
These machines can pack 150 tons of cement per hour.
The last test, the last requirements that need to be made, and
That precedes the last step, which is to get the operating
license to begin work.

2.4 Identifying which work packages will be sourced out to external

consultants/contractors

Among the work packages that planned to be done there are several activities that is going
to be sourced out to the external party. By doing so it can offer greater budget flexibility
and control. Outsourcing lets organizations pay for only the services they need, when they
need them. It also reduces the need to hire and train specialized staff, brings in fresh
engineering expertise, and reduces capital and operating expenses. For this particular
project, the work packages that are going to be outsource is Construction and Man Power
and Training. By outsourcing these work packages it could help a lot especially in the time
planning. It is also better to do so as the mentioned work packages will be handled and
managed by a party that have the expertise on those packages.

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 Chapter 3

Time Management
Time management
Time management in this project includes the all processes required to ensure timely completion.
For installation of Dry Cement Plant, many activities and tasks must to do for ensure timely
completion. In this project, all activity view in the project schedule.

Table (3-1) Activities with their details

N Phase Task WBS Activity Immediate Duration Predecessors successor Start date Finish date
o. /Package Code symbol predecessor ‘day’
1 Initial A 1.1 Getting industrial - 180 - 3,2,6 Fri 1/1/16 Thu 8/9/16
Proceeding permits
2 Design & B 2.1 Civil and A 30 1 5 Fri 9/9/16 Thu 20/10/16
engineering structural design
3 Initial C 1.2 Soil mechanic A 30 1 4 Fri 9/9/16 Thu 20/10/16
Proceeding studies &
topographic maps
4 Initial D 1.3 Land preparation C 60 3 8,10 Fri Thu 12/1/17
Proceeding 21/10/16

5 Contracting E 3.1 Subcontract civil B 30 2 8,10 Fri Thu 1/12/16

constructions 21/10/16

6 Design & F 2.2 Technological A 30 1 7 Fri 9/9/16 Thu 20/10/16

engineering design
7 Design & G 2.3 Select machinery F 15 6 11,12 Fri Thu 10/11/16
engineering and equipment 21/10/16

8 Primary H 4.1.1 Salon 1 D,E 120 5,4 9 Fri Thu 29/6/17

crushing construction 13/1/17

9 Primary I 4.1.2 Metal structures H 90 8 13,14 Fri Thu 2/11/17

crushing (platforms, 30/6/17
pillars)
10 Cement J 4.4.1 Salon 4 D,E 120 5,4 15,16,17,1 Fri Thu 29/6/17
production construction 8 13/1/17

11 Contracting K 3.2 Subcontract G 90 7 13,14,15,1 Fri Thu 16/3/17

technological 6,17,18,19 11/11/16
constructions ,20,21,22,
23
12 Procure L 3.3.1 Bidding and G 45 7 24 Fri Thu 12/1/17
foreign contract 11/11/16
machinery
&
equipment

Page | 8
13 Primary M 4.1.3 Primary rotary I,K 165 9,11 25 Fri Thu 21/6/18
crushing hammer crusher 3/11/17

14 Primary N 4.1.4 Secondary roll I,K 195 9,11 25 Fri Thu 2/8/18
crushing crusher 3/11/17

15 Cement O 4.2.1 Proportioning J,K 225 10,11 26 Fri Thu 10/5/18

production equipment 4 30/6/17

16 Cement P 4.4.3 Finish mill J,K 450 10,11 26 Fri Thu 21/3/19
production 30/6/17

17 Cement Q 4.4.4 Cement storage J,K 150 10,11 26 Fri Thu 25/1/18
production silos 30/6/17

18 Cement R 4.4.5 Packing J,K 195 10,11 26 Fri Thu 29/3/18

production equipment 30/6/17

19 Raw S 4.2.1 Proportioning K 390 11 27 Fri Thu 13/9/18

materials equipment 2 17/3/17
preparation
20 Raw T 4.2.2 Grinding mill ( K 375 11 27 Fri Thu 23/8/18
materials raw mill) 17/3/17
preparation
21 Clinker U 4.3.1 Pre-heater tower K 225 11 28 Fri Thu 25/1/18
production 17/3/17

22 Clinker V 4.3.2 Kiln K 450 11 28 Fri Thu 6/12/18

production 17/3/17

23 Clinker W 4.3.3 Clinker cooler K 105 11 28 Fri Thu 10/8/17

production 17/3/17

24 Procure X 3.3.2 Transportation L 180 12 25,26,27,2 Fri Thu 21/9/17

foreign and customs 8 13/1/17
machinery clearance
&
equipment
25 Primary Y 4.1.5 Installing M,N,X 120 13,14,24 29 Fri 3/8/18 Thu 17/1/19
crushing equipment of
department 1
26 Cement Z 4.4.6 Installing O,P,Q,R,X 240 15,16,17,18,2 29 Fri Thu 20/2/20
production equipment of 4 22/3/19
department 4
27 Raw AA 4.2.3 Installing S,T,X 120 19,20,24 29 Fri Thu 28/2/19
materials equipment of 14/9/18
preparation department 2
28 Clinker AB 4.3.4 Installing U,V,W,X 180 21,22,23,24 29 Fri Thu 15/8/19
production equipment of 7/12/18
department 3
29 Final AC 5.1 Final tests Y,Z,AA,AB 75 24,26,27,28 30 Fri Thu 4/6/20
proceeding 21/2/20

30 Final AD 5.2 Getting operating AC 45 29 - Fri 5/6/20 Thu 6/8/20

proceeding license

Page | 9
3.1 Arrow diagramming method (ADM)

Method of constructing a project network diagram that uses arrows to represent the
activities and connects them at nodes to show their dependencies.

Also called activity-on-arrow (AOA)

ADM uses only finish-to-start dependencies and may require the use of dummy activities
to define all logical relationships correctly

Page | 10
 Page | 11
Figure (3-1): Activities with their specific durations
Table shows the Activity with its duration with ES, EF, LS, LF and slack time for each one of the activities

Table 3.2 ES, EF, LS, LF and Slack time for critical path analysis

Activity Duration ES EF LS LF Slack

(Month)
A 180 0 180 0 180 0
B 30 180 210 210 240 30
C 30 180 210 180 210 0
D 60 210 270 210 270 0
E 30 210 240 240 270 30
F 30 180 210 435 465 255
G 15 210 225 465 480 255
H 120 270 390 555 675 285
I 90 390 480 575 765 285
J 120 270 390 270 390 0
K 90 225 315 480 570 255
L 45 225 270 615 660 390
M 165 480 645 795 960 315
N 195 480 675 765 960 285
O 225 390 615 615 840 255
P 450 390 840 390 840 0
Q 150 390 540 690 840 300
R 195 390 585 645 840 225
S 390 315 705 570 960 255
T 375 315 690 585 960 270
U 225 315 540 675 900 360
V 450 315 765 450 900 135
W 105 315 420 795 900 480
X 180 270 450 660 840 390
Y 120 675 795 960 1080 285
Z 240 840 1080 840 1080 0
AA 120 690 810 960 1080 270
AB 180 765 945 900 1080 135
AC 75 1080 1155 1080 1155 0
AD 45 1155 1200 1155 1200 0
Table 3.3 by using Microsoft project 2013, we got this summary on the Proj

Page | 13
 Chapter 4

Cost Management

4.1 Cost Management

The project manager will be responsible for managing and reporting on the project’s cost throughout the duration of
the project. During the monthly project status meeting, the PM will meet with the sponsor and executive manager to
present and review the project’s cost performance for the preceding month. Performance will be measured using earned
value. The PM is responsible for accounting for cost deviations and presenting the project sponsor with options for getting
the project back on budget. The project sponsor has the authority to make changes to the project to bring it back within
budget.

4.2 Estimate Costs

Table 4.1 the budget for this project is detailed below:

Description Estimated Budget ($)

Initial Proceedings, Design & Engineering 1,000,000
Salon 1 Construction 5,000,000
Metal Structures 7,000,000
Primary Rotary Hammer Crusher 11,000,000
Secondary Roll Crusher 13,500,000
Proportioning Equipment 2 11,000,000
Grinding Mill (Raw mill) 15,000,000
Pre-heater tower 20,000,000
kiln 30,000,000
Clinker Cooler 15,000,000
Salon 4 Construction 5,000,000
Proportioning Equipment 4 11,000,000
Finish Mill 18,000,000
Cement Storage Silos 12,000,000
Packing Equipment 6,000,000
Final Proceedings 1,500,000
10% contingency 18,000,000
Total 200,000,000
Chapter 5
Risk Management
5.1 Risk Management

This Section Defines How Risk Management will be Structured and performed on the
Project. The Project team will use the risk register on to store project risks, including their
definition, category, probability of occurrence, and potential impact.

5.2 Risk Management Approach

The approach taken to manage risks for this project included a methodical process by which
the project team identified, scored, and ranked the various risks. The most likely and highest
impact risks should be added to the project schedule to ensure that the assigned risk managers
take the necessary steps to implement the mitigation response at the appropriate time during
the schedule. Upon the completion of the project, during the closing process, the project
manager will analyze each risk as well as the risk management process. Based on this
analysis, the project manager will identify any improvements that can be made to the risk
management process for future projects. These improvements will be captured as part of the
lessons learned knowledge base.

5.3 Risks Identifying

Following methods are used by the PM to identify the risks associated with this project.

1. Expert Interview: Two Expert Interviews were held for this project. The
interviews revealed several risks which were then mitigated by making changes to
the project plan. The remaining risks are included in the Risk Register.

2. Risk Assessment Meeting: A risk assessment meeting was held with key team
members and stakeholders. The risks identified during this meeting were added to
the project plan and Risk Register.

3. Historical Review of Similar Projects: The project team reviewed the history of
similar projects in order to determine the most common risks and the strategies used
to mitigate those risk

Page | 16
5.3.1 Initial Risks

a. Fire and explosion which may occur because of using flammable liquids for
Engine combustion, plastics and combustible materials, welding
works, heaters in warehouses, transformers for electricity supply, and
compressors
b. Catastrophic risks such as winds, storms, hurricanes and cyclones, ground
subsidence, landslides and rock falls
c. Defects in workmanship such as carelessness in handling equipment which
may cause innumerable damages to the own work as well as to third parties
d. Errors in calculation or design and employment of defective or inadequate
material.
e. Accidents in plant site that may result in insufficient labor resources.

5.3.2 Monitor and Control Risks

The project manager will maintain the risk register on the project website. Risks that the
team has identified as high risk will be monitored weekly by the project manager. All risks
will be reviewed monthly at a project team meeting and with project sponsors. At the end
of the project, risks will be reviewed and entered as lessons learned as appropriate.

The most likely and greatest impact risks should be added to the project plan to ensure that
they are monitored during the time the project is exposed to each risk. During the bi-weekly
project team meeting the PM will discuss the status of risks; however, only risks which fall
in the current time period will be discussed. Risk monitoring will be a continuous process
throughout the life of this project.

As risks approach on the project schedule the PM will ensure that the appropriate team
member provides the necessary status updates which include the risk status, identification
of trigger conditions, and the documentation of the results of the risk response.

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5.3.3 Procurement Risks

Project risks will be managed in accordance with the project’s risk management plan.
However, for risks related specifically to procurement, there must be additional
consideration and involvement. The project team will include the project sponsor and a
designated representative from the contracting department in all project meetings and status
reviews. Additionally, any decisions regarding procurement actions must be approved by
the project sponsor or. Any issues concerning procurement

5.3.4 Delay Risks

Projects also were delayed because they lacked information. Some of the delay was due to
time differences separating parts of global project teams. Losing one or more days on a
regular basis was common, due to misunderstandings and communication time lags. In
other cases, access to information was poor, or delivery of needed reports was interrupted.
Potential delay risks may be difficult to anticipate, and many of them seem to be
legitimately "unknown'' risks. Thorough analysis of the input requirements at each stage of
the project plan, however, will highlight many of them.

5.3.5 Engineering Staff Risks

Risks related to people represent the most numerous resource risks. Availability of
engineering staff was the primary issue, with subcategories following:
 Staff leaving the project permanently
 Staff leaving the project temporarily
 Staff joining the project late
There were a few risks associated with conflict among staff members and some related to
motivation. Losing engineering staff mid project, permanently or temporarily, was the most
common engineering staff risk. The reasons for permanent staff loss included resignations,
reassignments to other work or different projects, and staffing cutbacks. Discovering these
risks in advance is difficult, but good record-keeping and trend analysis are useful in setting
realistic project expectations. The total impact due to permanent staff loss dominated the
people risks.
Page | 18
5.3.6 Cost Risks

The project should be follow the budget plan ,if when we make the important ,we have to
compare between actual and plan cost ,if the actual cost rise of the plan ,then we have the
risk ,if we have less actual cost ,we have the benefit .The project should be follow the plan
of the cost that this making from top management .

5.3.7 Equipment Risks

The Cement Plant project requires some equipment for the operation the project (e.g.
pumps, Reactor, filters…..act).The risks events should be occur from the equipment but
different level (high, Moderate, low) risk, the project management should be evaluate and
control the risks. The project contents the simple equipment so that easily can make control
of the risk.

5.4 Probability of the risk occurring

The following table shows risk probability definitions. During risk analysis the potential
likelihood that a given risk will occur is assessed and an appropriate risk probability is
selected from the chart below.

Table 5.1: Risk Probability Definitions

Probability category Probability Description

Very High 0.90 Risk event expected to occur
High 0.70 Risk event more likely than not to occur
Probable 0.50 Risk event may or may not occur
Low 0.30 Risk event less likely than not to occur
Very Low 0.10 Risk event not expected to occur

Page | 19
5.5 Impact of risk on the project

The following table shows risk impact definitions across each of the potentially impacted
project areas (cost, schedule, scope and quality). During risk analysis the potential impact
of each risk is analyzed, and an appropriate impact level is selected from the table below.

Table 5.2 Rating impact of the risks

Project Very Low Low Moderate High Very High

Objective 0.05 0.10 0.20 0.40 0.80
Cost Insignificant < 10 % cost 10-20 % cost 20-40 % cost > 40 % cost
cost increase increase increase increase increase
Schedule Insignificant < 5% 5-10% 10-20% > 20%
schedule schedule schedule schedule schedule
slippage slippage slippage slippage slippage
Scope Barely Minor areas Major areas Changes Product
noticeable affected affected unacceptable becomes
to client effectively
useless
Quality Barely Only very Client Quality Product
noticeable demanding must reduction becomes
applications approve unacceptable effectively
affected quality to client useless

Page | 20
5.6 The possible risks that may affect the project objectives

Table 5.3 the possible risks that may affect the project objectives

Risk Identification Risk Assessment

Probability Impact Risk

Risk area Risk Condition
Descriptio rating
Description Ranking nn Ranking
Estimating errors,
fluctuation of prices of
0.24
Cost bulk items, reduction in Low 0.3 Very High 0.8
(High)
the project budget

Errors in estimating time

or resource availability;
poor allocation and
management of slack, 0.4
Schedule Moderate 0.5 Very High 0.8
delay supplying goods (High)
and equipment

Poor definition of scope

or work packages;
incomplete definition of 0.24
Scope Low 0.3 Very High 0.3
quality requirements; (High)
inadequate scope control

Ignoring risk; unclear

0.06
assignment of risk; poor
Risk insurance management Low 0.3 Moderate 0.2 (Moderate
)
Unqualified project
manager, unqualified
team, poor management 0.24
Management Low 0.3 Very High 0.8
plan, (High)

Page | 21
 Poor attitude toward
quality; substandard 0.06
Quality design/materials/workma Low 0.3 Moderate 0.2 (Moderate
n ship; inadequate )
quality assurance
program
Carelessness in planning
or communicating; lack
of consultation with key 0.06
Communication stakeholders, lack of Low 0.3 Moderate 0.2 (Moderate
communication between )
project staff.

Unenforceable conditions
or contract clauses; poor
0.06
Procurement choice of vendors, delay Low 0.3 Moderate 0.2 (Moderate
in supplying of materials )
and equipment

Error in the project

design, the design is not
flexible for future 0.24
Design Low 0.3 Very High 0.8
changes (High)

Fire, explosion,
casualties during 0.24
Safety construction Low 0.3 Very High 0.8 (High)

Environmental 0.12
Weather changes,
changes and Low 0.3 High 0.4 (Moderate
Natural disaster flooding, hurricanes )

poor project organization

and definition of
responsibilities; lack of
Human 0.24
leadership or skilled Low 0.3 Very High 0.8
Resources (High)
labor, worker illness,
conflict between workers

Page | 22
 5.7 Mitigation of the possible risks
Table 5.4 Mitigation of the possible risks
Risk Area Reductions
Cost Conduct feasibility study
Hire an expert in cost estimation
Closely monitor cost and spending
Early consultation to identify needs at the outset and avoid costs increasing later due to poor initial
understanding of requirements.
Perform value management vendor visits
Use WBS and CPM
Schedule Assign qualified project manager
Use WBS and CPM
Set delivery dates for equipment and materials earlier, so there will be sufficient time to take corrective
actions.
Staging the project so that it can be altered at successive review points
Establish a schedule to monitor the project status. The schedule will be followed closely during all
development stages.
Revision of schedule estimates
Scope Define the deliverables and work packages properly
Hold meetings with project costumer and sponsor to clarify scoop
Use WBS
Risk Project risk that affect project objectives should be considered in all phases.
Hire a risk assessment expert.
Management Assign qualified project manager
Additional team training
Provide cross-training to the team and labors.
Consider hiring consultant with additional experience for initial period.
Human Resources Posts made available to skilled workers outside of Malaysia
Post of assistant made for each head
Acquire health screening before hiring
Communication between the staff is excellent
Quality Standards should be followed in design, materials, etc.

Regular meetings between management team and stockholders

Communication Regular meetings between management team and other project staff
Tracking process to follow project activity

Procurement Contract condition should be applicable

Open tender process to choose the best vendors
Choose more stable vendors

Design Hire qualified design engineers with experience to design the project
Use software simulators to test the design
Make prototype project before turn to large scale
Design flexibility increases the flexibility of designs to make proposals more robust against changes in
future demand

Safety Fire extinguisher on-site , Prepare escape route

Efficient alarm system ,Fire-drill training to staff
Health insurance to workers

Environmental changes Chose project location out of the effect of hurricanes, flooding, etc.
and Natural disaster Insurance contract should include the damages caused by natural disaster

Page | 23
Chapter 6

Quality Management

6.1 Quality and Regulations

Identify and discuss the quality (standards) that will be used for the project (in terms of
technical as well as project management aspects) Include the processes required to ensure
that the project will satisfy the needs for which it was undertaken. There are four key
components to comprehensively achieving project quality which include Quality
Management (QM); Quality Planning, Quality Assurance, and Quality Control.

6.1.1 Quality Management Planning

Quality Planning is the procedure of figuring out what quality norms are pertinent to the
venture, what measures of value will be utilized and what criteria will be utilized to figure
out whether venture quality is fulfilled. Venture Quality targets will be accomplished by
actualizing an incorporated quality system/procedure comprising of Define Quality,
Measure Quality and Improve Quality. The task characterizes quality by recognizing and
reporting quality criteria. Quality criteria comprises of gauges and measurements taking
into account consistence with Request for Proposal (RFP) and Service Request necessities,
Requests for Offer (RFO) or other confirm customer desires and venture goals. Setting up
quality criteria sets quality desires for undertaking procedures and items. Other or extra
venture particular quality measures will be characterized by the Project Manager and
Project Team and kept up by the group subject to endorsement by the Project Sponsor and
Project Director.

Measures will incorporate:

 Documentation benchmarks – Internally created reports will adjust to the
venture's Document Management techniques.
 Design benchmarks – Design models are the obligation of the contractual worker
  Testing benchmarks and practices – Testing of all framework segments is the
obligation of the Project Team and contractual worker.
 Quality Assurance Reviews – The process for reviewing key product deliverables,
how quality will be assessed, timing of reviews, what resources are needed, and
designing review procedures.

6.1.2 Planning Quality Measurement

Measuring quality guarantees that the task and contractual worker's procedures, items and
systems hold fast to the agreement terms and conditions and the Project Management Body
of Knowledge (PMBOK®). The undertaking will distinguish, gather, examine and
investigate measurements all through the venture's life. The choice of measurements and
information things will advance to concentrate on particular territories as needed. The
venture's utilization of measurements lessens subjectivity in the evaluation and control of
task quality by giving a quantitative premise to deciding. The utilization of measurements
does not take out the requirement for human judgment in their assessment. The utilization
of measurements inside of a venture is relied upon to have a useful impact by making
quality (or absence of value) visible. Product measurements depict the attributes of the
item, for example, Monoester substance, item virtue, and quality level. Process
measurements can be utilized to enhance venture execution and upkeep. Quality
measurements will incorporate:

 Schedule and progress

 Resource and cost
 Process execution
 Product quality
 Conformance to prerequisites
 Technology effectiveness
 Customer satisfaction

Page | 25
6.1.3 Assure Quality
Quality affirmation is the obligation of the task supervisor. Preceding considerable
finishing and last acknowledgment of the plant, intermittent conformance investigations
will be led on an office by department premise or on a useful premise by the PM. The
motivation behind these conformance reviews is to minimize defers and protect effective
turnover. The temporary workers ought to amend any development lacks distinguished
amid these visits before a last turnover is planned. The accompanying measurements will
be utilized on the undertaking:

1- Completion and documentation of all quality audit forms.

2- 100% consistence with American Concrete Institute Codes (ACI)
3- 100% consistence with American Society for Testing and Materials Codes
(ASTM)
4- 100% consistence with Canadian Standards Association (CSA) norms
5- Written acknowledgment by the venture support.

6.1.4 Control Quality

The project manager will use the following checkpoints to monitor project quality, and will
provide detailed feedback to the project sponsor concerning the audit and review results as
defined in the communication plan.
1. Progress reviews: Progress documents should be reviewed by the project team on
regular basis.
2. General building inspections: The construction project engineer will be dedicated
full time on this project for construction inspection and coordination. The project
team will make periodic site visits to observe compliance.
3. Testing: These testing will be done during installation of equipment. Testing will
be in accordance with the contract documents, including in-house-made equipment,
electrical instruments, and imported mechanical equipment.
4. Code compliance: Cement Association of Canada (CAC) will perform plan reviews
and required inspections of the buildings and equipment prior to issuing the final
Page | 26
 permit. They will try to assess the plant according to Canadian Standards
Association (CSA), American Concrete Institute (ACI) and American Society for
Testing and Materials Codes (ASTM) standards.
5. Final Inspections: Parties included in the key final inspections will include the
project manager, project sponsor, principal engineer, construction project engineer,
and appropriate project team members. Additional participants may include certain
contract representatives.

6. One year warranty inspection: This inspection will be scheduled with the contractor
representatives 11 months after substantial completion.

6.2 The Regulations Implement the Projects

6.2.1 Greenhouse Gas Framework

As per The government is moving quickly to create and present regulations under the
Federal Regulatory Framework for Industrial Air Emissions for nursery gas discharges. As
directed by the Federal Regulatory Framework for Industrial Air Emissions, Canada's bond
fabricating division will be required to:
 Reduce its nursery gas discharges force to 18% underneath 2006 levels by 2010.
 further decrease its nursery gas outflows power an extra 2% for each annum
thereafter.
According to an introductory monetary investigation authorized by CAC and attempted by
Mark Jaccard and Associates and Enviro-Economics, "with current requirements on the
utilization of exchange powers and Supplementary Cementing Materials, the industry will
encounter huge operational effects under the Federal Framework" with consistence
expenses coming to 10% of offers by 2015. This same examination observed that even
unobtrusive increments in access to elective and renewable energies and supplementary
solidifying materials would essentially decrease the consistence costs under the Federal
Regulatory Framework.

Page | 27
6.2.2 Air Pollutants Framework

Close by the improvement of nursery gas emanations regulations under the Federal
Regulatory Framework for Industrial Air Emissions, the government is likewise moving
quickly with the advancement of an air poison discharges administrative structure. The
Cement Association of Canada played an administration part amid the mid-year of 2007 in
the foundation of the Multi-Stakeholder Advisory Group to the Minister of Environment
on the improvement of an elected part to regulate air emissions. This gathering is comprised
of natural non-government associations, industry affiliations, and wellbeing non-
government associations. These associations are coordinating to create proposals to the
government on the mutual objective of enhancing Canada's air quality.

6.2.3 Corporate Tax Regime

As a net trading assembling division, CAC's 2007 Submission to the Joint Finance
Canada
- Canada Revenue Agency Consultation "Enhancing the Scientific Research and
Experimental Development Tax Incentives, Canada's concrete industry is
confronting expanding difficulties to intensity, as highlighted by the Canadian House
of Commons Standing Committee on Industry in its Report to Parliament (February
2007).

These difficulties include:

 The fast and proceeded with energy about the Canadian dollar
 Continually and quickly expanding vitality costs
 New and expanding rivalry from developing Asian economies and
 Difficult administrative environment.

Page | 28
Chapter 7

Organizational Structure

Figure (7-1) Organizational Structure

Page | 29
7.1 Roles and Responsibilities

Table (7-1) Roles and Responsibilities

Role Major Responsibilities

Project Sponsor/Owner 1. Make decisions on key business
issues
Executive Manager 1. Representative of the
sponsor/client when he is not available
2. The primary point of contact representing user
requirements
3. Support the PM in coordinating and validating user
requirements
and requests for changes
4. Attends all design and project
review meetings, contractor selection activities, and
the government’s conformance review meetings
Project manager 1. Ensure project is managed properly
to achieve goals
2. Prepare Project Management Plan
3. Coordination among teams, and
mentoring and coaching of team members
4. External Communications and communication
with executive-
level Management
5. Forecasting issues before they
become issues and dispute resolution
6. Process and negotiate change orders

Project analyst 1. Project documentation

2. Performance measure and project
status reporting
3. Budget reporting and payments
4. Schedule analysis and reporting
5. Risk identification and analysis
6. Ensure compliance with State and federal laws and
regulations
Administrative 1. Developing, preparing and
Assistant distributing reports
2. Assisting in all administrative matters.
3. Support entire project team

Page | 30
 4. ensure office and staff follow
established procedures including employee
orientation and training
5. Mail distribution
6. Vehicle coordination
7. Office supplies and all other office functions.

Contract Officer 1. Representative of the contract and purchasing

department
2. Responsible for all contractual obligations
3. Process bid proposals
4. Ensure compliance with Project,
State, and Federal requirements

Construction 1. Coordinates project field activities

Project 2. Performs regular site visits
Engineer 3. Observes the progress of in-place
construction elements for conformance with
contract requirements
4. Propose schematic design of the
buildings
5. Preparing bid documents including
specifications
6. Providing cost estimates
7. Support quality audits
8. Ensure environmental and safety
compliance

Principal 1. Representative of engineering

Engineer Group that includes electrical, mechanical, and
automation engineers.
2. Conceptual design of mechanical
equipment and electrical instruments based on
requirements,
3. Preparing bid documents including specifications
4. Providing cost estimates
5. Assisting in providing project
Observation for in-place elements for review of
conformance.
6. Design-side quality audits

Page | 31
 Table (7-2) Roles and Responsibilities with communication requirements, expectations
and classification influence.

Position Role Communication Expectations Classification

Requirements Influence
Project sponsor Provide funding Monthly meeting,  Project delivery based on Internal
and approvals Weekly requirements Positive
telephone and
email updates
Project Drive overall Emails, face-to-  Collaboration from everyone in Internal
manager project direction face meetings, the project team Positive
and weekly regular
plans to effectively meetings, phone,
complete progress reports,
deliverables status reports
Project team Support project Weekly meetings,  Motivation from the project Internal
manager through status reports, manager Positive
project control presentations,
processes progress reports
Contracting Representative of Bi-weekly 1. Precise design requirements Internal
Officer the purchasing meetings, status documents from the project team Positive
and contracts reports, 2. Durable relations with
department presentations subcontractors and suppliers
Contractor Continued Meetings, emails, 1. Timely orders External
Companies collaboration and phone 2. Invoices paid according to Positive
& suppliers interest in negotiated terms
providing more
material
services to the
company
Local Participation in the Advertising 1. New job opportunities External
Communities stakeholder 2. Repair and improvement of roads Positive
consultation quality
process 3. Reduced vehicle traffic and dust
generation as a result of the use
of an enclosed belt conveyor
instead of heavy trucks for
limestone transportation
Government Participation in the Quarterly email 1. Tax payments to the city and External
authorities & process of project updates , end of municipal budgets Positive
other approval and project report 2. New job creation
regulatory issuing of 3. Compliance with government and
bodies necessary permits municipal legislation

Page | 31
Environmental Participation in the Quarterly email 1. Compliance with the External
unions process of project updates , end of environmental legislation Positive
approval and the project report 2. Reduction of air emissions
issuing of 3. Implementation of an energy
necessary permits, efficient cement production line
oversight of
environmental
compliance
Cement plant Participation in the Regular meetings 1. Job creation Internal
employees project 2. Professional and career growth Neutral
implementation 3. Improvement of working
conditions
Customers for Customer Once in a while 1. Expansion of products’ range External
cement meetings 2. Improvement of products’ Positive
quality, packaging, and delivery
3. Products certification in
accordance with the relevant
National and international
standards
4. Possibility of increased
competition as a result of the
cement production expansion
Mass media Informing Interview  Timely information about the External
(magazines, stakeholders on the meetings project Positive
newspapers, progress of the
TV and radio project
channels, implementation
news agencies)

Page | 32
Chapter 8

Communications Management
Table (8-1) Communications Management

What (Content) Audience When/How Often How Who (Provider)

Project Progress project team, Bi-weekly project progress project manager
project sponsor, report, progress project analyst
executive meeting
management
Project Status project manager, monthly project status project team
project sponsor, meeting
Project Deliverables project analyst end of each project review project manager
Review department meeting
completion
Subcontract project manager weekly vendor meeting vendor
Compliance contract officer representative,
project team

Project Risks and project team as needed risk register and project manager,
Issues issues log project team
Project Changes project sponsor as needed project change project manager
executive request
management
Public Input or Public as needed public meeting executive
Notifications
manager
Notifications employees who as needed email responsible
may be affected individual

Page | 33
Chapter 9

Procurement Management
9.1 Procurement Management

This procurement management plan sets the procurement framework for this project. It will
serve as a guide for managing procurement throughout the life of the project and will be
updated as acquisition needs change. This plan identifies and defines the items to be
procured, the types of contracts to be used in support of this project, the contract approval
process, and decision criteria.

9.2 Procurement Management Approach

The PM is ultimately responsible for managing vendors. In order to ensure the timely
Delivery and high quality of products from vendors the PM will meet weekly with the
contract officer as the representative of the contract and purchasing department and each
vendor to discuss the progress for each procured item. The meetings can be in person or by
teleconference. The purpose of these meetings will be to review all documented
specifications for each product as well as to review the quality test findings. This forum
will provide an opportunity to review each item’s development or the service provided in
order to ensure it complies with the requirements established in the project specifications.
It also serves as an opportunity to ask questions or modify contracts or requirements ahead
of time in order to prevent delays in delivery and schedule. The PM will be responsible for
scheduling this meeting on a weekly basis until all items are delivered and are determined
to be acceptable.

9.2.1 Contracting Process

1. The project team will work with the contracts and purchasing department to define
the item types, quantities, services and required delivery dates.
2. The contracts and purchasing department will then solicit bids from various vendors
in order to procure the items within the required time frame and at a reasonable cost
under the firm fixed price contract once the vendor is selected. This contract will
be awarded to the winning contractor.

Page | 34
 3. The project team will work to determine what items or services will require
procurement from outside vendors. This will be determined by using design
documents and conducting a cost analysis of products or services which can be
provided internally and compared with purchase prices from international or
domestic vendors.
4. Once cost analysis is complete and the list of items and services to be procured
externally is finalized, the project team will send the results to contraction officer.
Contraction officer is the connection point between project team and purchasing
and contracts department.
5. The purchasing and contracts department will complete solicitations and send out
Request for Proposals (RFP) to outside vendors. The department will start collecting
the proposals.
6. Once proposals have been received by all vendors the approval process begins. A
review of all vendor proposals will be conducted to determine which meet the
criteria established by the project team and the purchasing and contracts
department. The criteria for the selection and award of procurement contracts under
this project will be based on the following decision criteria:
 Ability of the vendor to provide the service by the required delivery date
 Quality
 Cost
 Expected delivery date
 Comparison of outsourced cost versus in-sourcing
 Past performance
7. All purchases require the approval of the project manager and the Contract Review
Board. The Contract Review Board consists of representatives from the project
team, purchasing and contracts department, finance, and the project manager.

9.3 Contract Changes

The change management process will document all changes to the contract in accordance
with project and all standard policies and procedures, for example, change must be
Written and oral orders will not be used. Change approval is granted based on the value
of the change.
Page | 35
Appendices

Appendices (1) Simple Process flow diagram of dry Cement manufacturing

Appendices (2) more detailed Flow sheet about dry cement manufacturing:

Page | 36
 Appendices (3) Suggested locations in Canada
1. British Columbia
2. Alberta
3. Manitoba
4. New Brunswick

Appendices (4) Up to these factors we choose our locations:

1. Availability of Raw Materials
2. Proximity to Market
3. Government Policy
4. Availability of Manpower
5. Local Laws, Regulations and Taxation
6. Ecological and Environmental Factors
7. Competition
8. Political conditions.
9. Incentives, Land costs. Subsidies for Backward Areas

Page | 37
 Appendices (5) Plant Layout

Appendices (6): Definitions of Plant layout symbols

Symbol Expression Symbol Expression
00 Limestone Quarry 09 Cooler
and Crushing plant
01 Limestone 10 Deep Bucket Conveyor
Stockpile
02 Additives Hopper 11 Clinker
03 Additives Storage 12 Gypsum Storage
04 Raw Mill Building 13 Coal Mill Building
05 Blending and 14 Cement Mill and Bag
Storage Silo House
06 Preheater 15 Cement Storage Silo
07 Gas Conditioning 16 Packing & Dispatch
Tower and ESP
08 Kiln 17 Central Control Room

Page | 38
 Appendices (7): Table shows you the activities with their durations ‘done by Microsoft
office’
NO Activity 2016 2017 2018 2019 2020
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
1 A
2 B
3 C
4 D
5 E
6 F
7 G
8 H
9 I
10 J
11 K
12 L
13 M
14 N
15 O
16 P
17 Q
18 R
19 S
20 T
21 U
22 V
23 W
24 X
25 Y
26 Z
27 AA
28 AB
29 AC
30 AD

Page | 39
References:

Brilliant Project Management: What the best project managers know, do, and say
(Third Edition)

CAC's Submission to the Competition Policy Review Panel 80.00 Kb (January

11, 2008)

Calgary Immigrant Educational Society (CIES), 1723 40 St SE, Calgary, AB T2A 7Y3, Canada
Phone: +1 403-235-3666

Effective work breakdown structures Book by Gregory T. Hagan

Fives Solios Inc. 625 avenue du Président Kennedy,Bureau 1400,Montréal

(Québec) H3A1K2 Phone: +1 (514) 284-0341, Fax: +1 (514) 284-1326

Identifying and Managing Project Risk Book by Tom Kendrick

Microsoft Project 2013 Step by Step by Chatfield, Carl; Johnson, Timothy

Microsoft Project 2010: The Missing Manual By Bonnie Biafore

Nancy Horsman and Peter C. Armstrong ,Joint Finance Canada - Canada Revenue Agency
SR&ED Consultations, 140 O'Connor Street ,L'Esplanade Laurier,Ottawa, Ontario K1A
0G5.

National Topographic System Polychrome Map Standards and Specifications, Government of

Canada; Natural Resources Canada; Earth Sciences Sector; Canada Centre for Mapping and
Earth Observation.
Qiaolou Caizhai Industry Zone, Xingyang city, Henan Province , Henan
Zhengzhou Mining Machinery Co. Ltd.

(PMBOK®), Project Management Body of Knowledge, 2000 Edition

Project Management: A Systems Approach to Planning, Scheduling, and

Controlling (11th Edition)

Project Management: Designing Effective Organizational Structures by David

Richard Moore (Author)

Process Plant Design: Project Management from Inquiry to Acceptance

Author: Frank Peter Helmus

Page | 40
 Page | 41

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